💼 Leadership doesn’t come naturally to everyone — it’s a skill that takes time, practice, and yes, the occasional misstep to master. In this limited-edition EnterpriseAM vertical, we’re asking industry players what makes a great leader.

As the International Finance Corporation (IFC) nears its 50th year in Egypt this May, we caught up with IFC’s Division Director for North Africa and the Horn of Africa Cheick-Oumar Sylla (LinkedIn) to dissect his leadership style, ask about the habits that make a great leader, and get his advice for tomorrow’s pioneers.

EnterpriseAM: What does an average day look like for you?

Cheick-Oumar Sylla: No matter what time I go to bed, I try to wake up around 7am. I spend 30 minutes on the treadmill while listening to the news, then I have my breakfast. Only after I finish all of this do I look at my phone. I am very disciplined about this. This way, I am ready to take any news when I finally look at it, because I am mentally prepared to handle anything. I have been doing this for the last seven years, and it has really helped me keep my energy up for the day.

Before getting into the day, I look at my agenda to see what I have coming up. One practice I have is to block out at least one hour of my agenda for myself. This gives me time to look at the Nile, think of other things, and check the news. Another thing I do since I cover almost 10 countries from Egypt — including Morocco, Tunisia, Algeria, Libya, Sudan, South Sudan, Djibouti, and Eritrea — is to have my whereabouts planned on a rolling basis for at least the next three months. So, if you ask me, “Cheick, what are you going to do in February, March, or April?” I’m able to answer.

The day is usually filled with internal calls, external calls, and external meetings. It’s quite an intensive agenda. I try to find the right balance between internal engagement, external engagement with clients and the government, and the time I spend with colleagues discussing various topics.

E: Is there a particular lesson about leadership that you wish you had perhaps learned earlier in your career?

COS: One thing that is very important to me is this: don’t let people think you can handle any situation without proper support. The usual comment is, “We know that with your experience and knowledge, you will [navigate] the situation.” Then, you can find yourself a little trapped, thinking, “Oh, I have to solve this myself.” If you keep acting like that, you may put yourself under very high stress. Sometimes you might say, “Okay, they tell me I’m the right guy and I have the right experience, so I will do it alone.” I don’t think that is very wise.

E: How do you balance empathy with firm decision-making?

COS: I would say if you approach empathy with the understanding that you have to be open to receiving input, listening, and observing, it helps a lot with making the right decision. It is part of the global picture. Not everything is always data-driven. Of course, you have to get the facts, but you also have to get the global picture.

E: What sort of leadership style do you believe is best received? What leadership style would you say you adopt?

COS: Leadership, for me, is knowing that at a certain time I have to make a decision, but most of the time, that decision is informed by what I know about the sector, the context, and from the staff. It is a 360-degree approach. You have to be open in your leadership to be able to make what you think is the right decision.

At the level of the World Bank Group, we have core values, and I believe each of us is accountable for those values. When we work with colleagues, I believe in having trust on the table from the very beginning. This helps us engage in a transparent way. You have to express yourself to make sure you are well understood, and if someone comes to me to explain something, that conversation also has to be transparent.

E: Have you ever made a decision that did not yield the anticipated outcome? What have you learned from that?

COS: Since we are focused on delivering with impact, it’s not always about the numbers. The impact is what really matters to us. The lesson I have learned is to have discipline. If I think a project makes sense, I also need to see if it can happen with the right support. I try to make that decision at an early stage because it avoids dragging the client along with the hope of getting a result, only to come back six months later and say, “I tried what I could, but it’s impossible.” This way, you are mitigating risks. When I approve a project, I tell my colleagues it is fine not to follow through on every project, because you have to be totally honest and open with the client. You learn this over time.

E: What is your personal framework when making high‑stakes decisions in situations where information is limited or evolving?

COS: First, what helps me is the experience I’ve accumulated working in the institution, the external world, and the sector. Even if you don’t have all the right information, you should think: Who can help in this specific area to give some input? When you have enough background — even if it’s not perfect — it can help you move forward. Then, you must have the courage to change if you see things aren’t going right, rather than sticking to a decision just because you made it. Failing to adapt is not acceptable.

For that, you also have to be accessible. Sometimes I go around and people say, “Oh, we don’t want to disturb you,” but I’m the only one who knows if I’m busy or not. If you want to see me, just knock on the door. This is the kind of dynamic management style I have.

E: How do you navigate diverse perspectives or conflict within your team?

COS: It’s all about the way you approach decision-making. Regarding conflict, there are some red lines for me. The red line is breaching our corporate values: injustice, misplaced comments, or a lack of respect. I don’t compromise on that, and people know my position.

It’s really about being reachable. If people trust you, they will come to you for advice because they know you will open the door and discuss things on a confidential basis. I don’t give my view as their boss, but as a human being. This is why, whenever we have a new hire at the IFC, I want to see them regardless of their level. I want to know them, explain our core values, and tell them what I believe are the keys to success within the IFC and the World Bank Group. They have to be prepared for mobility, try to move within the institution, and speak up. When you have something to say, don’t just be a spectator who complains later. If you believe in something, push to make it happen. That is my motto.

E: What advice would you give tomorrow’s leaders?

COS: Don’t think that leadership is a solo responsibility. I am a leader today, but I have a boss, and he is accountable to someone else. Each of us has a role to play in providing direction. I don’t think leadership means the boss sits alone and decides everything. You are the one deciding, but you are working within an ecosystem. We must have inclusivity in leadership. I’m not saying you have to always reach consensus, because that doesn’t work. You can listen to everyone, but at a certain point, you have to take responsibility. However, being inclusive is very important because that is how you make the best decisions.

Catch up on our interviews with Peace Cake’s Kareem Abou Gamrah and B.TECH’s Mahmoud Khattab.

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